"Agile Leadership and the Management of Change" provides the reader with a unique experience by exploring Winston Churchill's efforts in the Battle of Britain while at the same time putting these events in context with respect to agile leadership as well as project management competences. For years, it has been reinforced that mankind does not heed the lessons from history and is bound to constantly repeat the same mistakes. Mark Kozak-Holland, through his extensive research and his approach, enhances the reader's ability to read more than just the historical facts. From time to time, as project managers with all of the difficulties that confront us, we come to understand that we are leading the "project from hell." Clearly, after reading this book, we see that our projects are nothing compared with what Churchill faced -- the survival of the last bastion of freedom from fascism. Without Churchill's agile leadership directing both short and long-term objectives, Britain would not have been able to withstand the onslaught of overwhelming enemy forces. But it was not just Churchill's application of agile leadership that saved the day. Churchill had wisely chosen other key individuals who also applied the principles of agile leadership to achieve their objectives. Without his skills in agile leadership, Churchill would not have been able to change the evacuation of Dunkirk from a major defeat to a major victory. In essence, as you read this book, you will realize that Churchill had perfected agile leadership, enabling him and his team to lead Britain out of the dark days before and during the Battle of Britain. The structure of this book enhances the transfer of knowledge to the individual reader from beginning each chapter with a summary of what is being discussed to summarizing key lessons learned at the end. The reader can directly relate to key lessons while they are fresh in his/her mind. For those who enjoy reading history, this book provides unique insight.

Based on my limited knowledge of Churchill's leadership during the war, I found this book to be informative and really enjoyed the parallels to modern-day agile leadership, change management and project management. The closing of each chapter contained a conclusion, key lessons, as well as a brief note to educators to bring about discussions on key learning to help solidify the points the author was making. In addition, I particularly found the Conclusion, Wrap Up and Takeaway sections a good way to reinforce the topics discussed in this book. 

"It is a pleasure to read good writing, and I love the references to the specific part where the point came from -"

Mary Jonikas

Project Leader for the Department of Public Safety, in the Office of Technical Support Services

"I always find this amusing: the parlor game of equating history with Project Management. It is rather ironic that great leaders did not need the PMBOK, PMI, etc. Lesson learned: If people just learned and lived good management principles, we would not need this overengineered garbage."

Joseph Ingemi

Executive Consultant for Price Systems in Mt. Laurel, NJ

"One thing that struck me while reading this series is how the very nature of a leader and his relationship with his team (or country in this case) can override or overcome the facts. In essence, England was in no better shape the week after Churchill took over than the week before (the news had only gotten worse). But they rallied around a credible, confident, and stirring leader. The work to be done and pending hardships were the same with Chamberlain or Churchill, but it’s amazing how much you can endure and what you will do when you like and believe in who you’re working with or under."

D Roh

Loxley, AL, USA

"The most amazing aspect of the situation faced by Churchill was that both the French and the Germans were following strategic plans developed before World War I! The German attack plan, which I believe was known as the Von Schliefen Plan, called for the German army to hold the French attention along the Maginot Line (a series of massive static fortresses and fortified lines) while rapidly advancing through the Netherlands and Belgium to attack France's vulnerable back side. The Germans lacked the mobility in WWI to properly execute this plan, a shortcoming they were able to rectify prior to WWII. The French Plan? Hide behind fixed fortifications and depend upon the Dutch and Belgians to hold the right flank. It worked for the Great War. The difference? As the author pointed out in Chapters 3 & 4, technology changed the implementation of the project plans"

Wilfred Ju

Cape Canaveral, FL, USA

"Well written and timely considering the events unfolding in our world today"

Michael Frisce PMP

Sr Business Manager, AT&T

San Antonio, TX, USA